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96 PCB007 MAGAZINE I MAY 2021 text of production, manufacturing, or the pro- vision of services. [2] is means we apply the most appropriate practises: map, implement, measure, and im- prove. It's a continuous, ongoing process, far away from a dusty map or plan in that draw- er. It must have a loop where inefficiencies and undesirable results can be detected (if not pre- vented), corrected, and improved. To develop a strategy and stick to it, even when times are challenging, can be hard. e strategy might need alterations on the way, but don't forget your main purpose. Again, it is when times are tough that a team aligned with common goals will make it through. Opera- tions management is not one-quick-fix for all unforeseen futures. Encourage Early Problem Solving— No Procrastination Once your management team has agreed on its strategic goals, it's time to establish projects and key performance indicators (KPIs) that will guide the operations toward meeting the goals. We use the SMART strategy (specific, measur- able, achievable, relevant, and time-bound) to help us keep track of our performance. We have found that assigning KPIs to the appropriate department is critical to our suc- cess. For example, customer satisfaction is one of our key goals, so the "Customer Delivery Performance KPI" is assigned to our Custom- er Service Department—the ones who are not making the product nor making the delivery. Rather, they are the "voice" for our custom- ers, and using this internal voice of customers to drive a customer delivery performance from within certainly pays off. In any organization, there are policies and procedures. ese are established so that we can work within a controlled and systemat- ic environment. However, we must allow our employees a certain degree of freedom and encourage innovation and ownership. How? We empower them to make decisions through cross-departmental communication. Can You Handle the Unexpected? However, we have all experienced how ex- ternal incidents can impact your strategies and plans. Of course, I am referring to the ongoing pandemic that has proven that when it comes to operations management, you must always expect the unexpected. How We Managed the Unexpected Elmatica has been in the PCB industry since 1971; in fact, we celebrated our 50th anniver- sary this year. It was not the best year for cele- brations, however we do as we always do—we plan, adapt, and move forward. Not only did 2020 turn out as quite a different year, a bit sur- prisingly it was the best financial year in Elmat- ica's history. So, what was our secret to staying aligned with our goals, keeping motivation up, and our colleagues informed and on target? We made sure to keep in mind: lead, plan, support, man- age, perform, evaluate, and improve. It may have taken the wizard from Oz to pre- dict the future, but we did our best. We looked at both our customers' demands and our in- ternal demands, and then we merged them to achieve the highest level of effectiveness and efficiency by utilising the company's resourc- es. Once the demands were mapped, the scope set, and the strategy composed, then we had some fun. It was time for implementation—the phase where many tend to fail. We implemented EQMS—the Environmen- tal and Quality Management System—where all document procedures, responsibilities, es- calations, company structure, goals, and prior- ities are set. is allowed us to spend time in three phases: 1. e first phase was at the officer and board level, where the main pillars and scope were decided. 2. en, managers were invited into the project with input, feedback, and further development. 3. e last and critical third phase was where